Upload
others
View
3
Download
0
Embed Size (px)
Citation preview
Village Green
Managed Sustainable Services
Group Report for Sustainable Cities - North Sydney
Village Green Managed Sustainable Services Group Report
Table of Contents
Sustainable Cities - North Sydney Audit Report 4
Introduction 4
Aims 4
Background 4
Assumptions 4
Statement of Financial-Environmental Performance 5
Methodology 6
Auditing workshop 6
Onsite Audit 6
Calculation of results 8
Trader Audit Reports 8
Trader Audit Report Presentation 8
Sustainable Business Management 9
Introduction 9
Aim 9
Results
Business Culture 10
Business Management 10
Business Planning 11
Environmental 12
Financial 13
Marketing 13
Purchasing 14
Social Impact 14
Training 15
Environmental Audit
Results 17
Energy 17
Water 19
Waste 20
Transport 21
Overall business performance 22
Discussions and Conclusion 24
Appendix 1 25
© Village Green Environmental Solutions Pty Ltd. 2006
Page 2 of 28
Printed on 10/11/2006 at 7:35:52PM
Village Green Managed Sustainable Services Group Report
Disclaimer:
This information is provided by Village Green Environmental Solutions Pty Ltd (Village Green). Accordingly Village Green accepts no reponsibility
for any loss, damage, cost, information or expense arising from using the info. The information provided by Village Green is of a general nature.
Village Green accepts no liability for any loss, damage cost or expense that arises from relying on the information provided by them.
The information is provided solely on the basis that clients and readers will be responsible for making their own assessment of it. This recognises
that despite Village Green's best endeavours to provide up to date accurate information and documents, you may misunderstand or misinterpret
instructions or advice or information provided by Village Green 2006
With efficiency in appliances constantly improving, retrofitting appliances within a SME has also become a
viable option. Whilst the init ial outlay for a retrofi t of businesses appliances may seem an excessive
expense, the reduction in energy costs can pay for the retrofit in a relatively short period. At which time the
savings from the retrofit become a profit for the SME.
This report will serve as a guide to initially understanding the environmental impacts of the selected SMEs
and will help us to assist you to achieve pratical sustainable outcomes for your region.
We look forward to working towards a more sustainable future with you.
Sincerely
A Message from the CEO
Doug Smith - CEO.
Contact Details:
Village Green Environmental Solutions Pty Ltd
1, 2 Stephenson Street
Richmond, Victoria 3121
Australia
w: www.villagegreen.com.au
p: 03 9017 5017
f: 03 9017 5181
m: 0418559908
Village Green takes great pleasure in submitting this report to
your organisation.
We at Village Green focus extensively on improving the energy
ef f ic iency and pro f i tab i l i t y o f Smal l to Medium Enterpr ises
( S M E s ) . A s s u c h , t h r o u g h o u r S u s t a i n a b l e B u s i n e s s
Management™ model and environmental auditing process we
a re ab le to i den t i f y a reas where SMEs can improve the i r
profitability by using less resources.
Behaviour change is our primary goal. Behaviour change can achieve dramatic results without any initial
cost to the business. For example: through consultation with some SMEs, we have been able to reduce their
energy costs significantly. These reductions in cost were achieved simply through altering the behaviour of
the staff within these businesses.
© Village Green Environmental Solutions Pty Ltd. 2006
Page 3 of 28
Printed on 10/11/2006 at 7:35:52PM
Village Green Managed Sustainable Services Group Report
Executive Summary: Sustainable Cities - North Sydney Audit Report
Introduction
As a system of behaviour change, Village Green’s Small Business Audits are designed to be implemented
into businesses as a tool to better understand the operation of individual business and the impact they have .
Village Green audits serve two purposes:
1. To empower businesses to minimise their environmental impact and maximise profits, and;
2. To identify local issues pertinent to each community of traders.
This report outlines the data that was collected during the first round of Auditing in Sustainable Cities - North
Sydney program completed on 15/09/2006
Aims· To provide all stakeholders with a sample of current business practice in regards to operational
efficiencies.
· To identify areas of opportunity that exist within the trader group.
· Provide benchmark information regarding the traders involved in the Sustainable Cities - North
Sydney program.
Background
As part of the Sustainable Business Management™ model the Auditing process is designed with 5 main
outcomes in mind:
· Leadership and governance within the community
· Improvement of business within the community
· Improvement in the performance of individual businesses against the quadruple bottom line (QBL)
· Identifying benchmarking data for environmental performance and position in regards to business in
the street
· Reduction of capital leakage from communities
With this in mind the process itself was designed so that traders involved in the program could learn the
value and methodology of auditing and implement this into their business operations. Assumptions
In many cases suff icient data was unavai lable on site during the audit . Consequent ly research was
undertaken to ascertain a representative performance of any given appliance. Using previous studies and
contact ing manufacturers of appl iances prov ided re lat ive per formance of s imi lar appl iances. The
assumptions for this report included:
· The sequestration of Greenhouse Gas (gHg) emissions by trees reported herein is based upon
calculations undertaken by the Bureau of Transport & Communications Economics (BTCE). The
average bio-diverse tree can lock up 268 kilograms of CO2.
· Temperature calculations were based upon Bureau of Meteorology data.
· Costs reported to t raders were based upon suppl ied bi l l ing informat ion, where th is was not
presented; the average unit costs for the street were inserted into the relevant calculations.
· Transport costs are based upon ATO travel recommendations ($0.60 per kilometre).
· External waste bins were assumed to be 100% full upon collection as this is the capacity paid for.
· The standard Olympic sized swimming pool contains 1 megalitre of water.
· Service ratings: Based on historical data compiled by Village Green using both billing + audit
information. Ratings also take into account Australian Government Bureau of Meterology figures on
geographical variance in average maximum temperature.
· Gas is converted from megajoules to kilowatt-hours for the purpose of systemic reporting.
© Village Green Environmental Solutions Pty Ltd. 2006
Page 4 of 28
Printed on 10/11/2006 at 7:35:52PM
Village Green Managed Sustainable Services Group Report
The tables below give an estimate of combined financial expenditure together with a breakdown of the
combined financial estimate into separate energy and water estimates with conversions into environmental
impacts such as greenhouse gas emissions. Anecdotal data collected from traders on their transport use
and waste production is combined with the total spend on energy and water to generate an estimated total
average saving per trader based on behaviour change.
Combined Statement of Financial and Environmental performance for
Sustainable Cities - North Sydney
Table 1: Combined Financial Summary
Average Saving Per Trader
Transport and Waste p.a.
Total Spend on Energy and Water p.a.
N/A
$231,622
Combined Financial Estimate Audit A Audit B Net Savings
$231,622 Not Yet Audited N/A
N/A
$205,174
1,363,106 kWhr
1,136,613 kg
4,241 trees
8.7 acres 8.7 acres
4,241 trees
1,136,613 tonne
1,363,106 kWhr
$205,174
-1,363,106 kWhr
Energy Estimate Audit A Audit B Net Savings
Total Spend on Gas and Electricity p.a.
Table 2: Energy Summary
Average Saving for Energy Per Trader N/A
N/ANot Yet AuditedTotal land required
Total bio-diverse trees required Not Yet Audited N/A
N/ANot Yet AuditedTotal gHg emision p.a.
Total Quantity p.a. Not Yet Audited N/A
N/ANot Yet Audited
Table 3: Water Summary
Average Saving for Water Per Trader
Hospitality - Mixed Use Hospitality - Mixed Use
1515
15,004 kL
$26,449$26,449
N/A
N/A
N/A
N/A
Not Yet Audited
Not Yet Audited
Not Yet Audited
Not Yet Audited
15,004 kL
Water Estimate Audit A Audit B Net Savings
Total Spend p.a.
Total Consumed p.a.
Olympic Pools Equivalent
Highest Consumption Sector
Please note that the values displayed for water and energy are estimates based on auditing data.
$128,121.90 Not Yet Audited
© Village Green Environmental Solutions Pty Ltd. 2006
Page 5 of 28
Printed on 10/11/2006 at 7:35:52PM
Village Green Managed Sustainable Services Group Report
It should be noted that the results of this style of auditing are not an exact measure of the businesses’
impacts. However based upon collected billing information the data quoted herein can be understood to be
within ± 20% of annualised usage.
64%
ElectricAppliance
8%
Gas Appliance
27%
Lighting
Greenhouse gas emmissions
Health Wellbeing and Personal Services 1%Hospitality - Mixed Use 82%Office Based 9%Retail - Large 2%Retail - Small 6%
Total: 100%
Breakdown of water use.
Summary of resource usage for the Sustainable Cities - North Sydney Program:
Onsite Audit
All audits undertaken as part of the Sustainable Cities - North Sydney program are conducted by qualified
Village Green auditors. In the first round of audits a time slot of two hours is allotted for this to happen .
Traders are encouraged to participate in this process and need to be on hand for questions relating to the
operation of their business. At this scheduled meeting traders were asked to bring 12 months of bill ing
history. During this process only 7 of the 20 businesses audited brought any billing information to the onsite
audit. The following areas were audited:
· Water
· Waste
· Energy and gas
o Lighting,
o Appliances (Electric)
o Heating and Cooling
· Transport (of business manager and general business travel)
· Sustainable Business Management
Methodology
Auditing Workshop
To introduce traders to the ski l l of small business audit ing as a business management tool an Audit
workshop was conducted. This workshop introduced traders to the needs and drivers for small business
auditing. Using case examples and facilitated activity sessions, traders were taken through the process of
how to conduct a sustainability audit upon their business. The aim of the workshop was to encourage
traders to adopt the audit process as an essential aspect of their business management.
Fig 1: Greenhouse gas emmissions by use. Fig 2: Water use by industry sector
© Village Green Environmental Solutions Pty Ltd. 2006
Page 6 of 28
Printed on 10/11/2006 at 7:35:52PM
Village Green Managed Sustainable Services Group Report
0
2
4
6
8
10
12
14
16
Yes No
Annual Customer Value
Nu
mb
er
of
res
po
ns
es
Understandingcustomer value
0
4
8
12
16
20
No,
don
't pr
ovide
training
Yes, d
ocum
ente
d
(form
al)
Yes, o
n th
e job
Yes, v
erba
l tra
ining
Energy efficiency re.use of appliances etc
Minimising waste &recycling
Minimising water use
Nu
mb
er
of
resp
on
se
s
Overall trainingoffered
0
50000
100000
150000
200000
250000
300000
350000
Hea
lth W
ellbeing
and
Per
sona
l Ser
vice
s
Hos
pita
lity - M
ixed
Use
Office
Bas
ed
Ret
ail -
Lar
ge
Ret
ail -
Sm
all
Internal Volume PaperAnd Cardboard ToOutside
Internal VolumeOrganics To Outside
Internal Volume LandfillTo Outside
Internal Volume GlassAnd Metal To Outside
Vo
lum
e (
L)
Average volume of wasteby industry type
21%
5%
42%
32%
Don't have enough timeI don't have the rightskills
I don't know what to doto improve myperformance
It costs too much
Barriers to dealing withenvironmental aspects of
business
Fig 3: Average volume of waste by industry type
Fig 4: Barriers to dealing with environmental
aspects of business.
Fig 5: Overall training offeredFig 6: Displays whether respondants understand
the annual dollar value of their customers
© Village Green Environmental Solutions Pty Ltd. 2006
Page 7 of 28
Printed on 10/11/2006 at 7:35:52PM
Village Green Managed Sustainable Services Group Report
Calculation of results
Calculations were undertaken according to the processes set out in the Audit Training workshop. The
results reported in each section can be compared to data from follow up audits, so that changes can be
effectively recorded. The 20 traders included in this report are involved in the Sustainable Cities - North
Sydney program.
Trader Audit Reports
Each audited business was provided with an individual audit report. These reports identified the quantity of
resources used, costs of resource use and tips to reduce these impacts. The Green Scale tips in each
report outlined various actions that could be undertaken by the business to reduce each area of impact (i.e .
energy, water, sustainable business management etc.).
Size of Business
The program is funded to audit businesses with a floorspace of up to 300 sqm. Some businesses in the
region were larger than the funded size and were therefore allocated additional places within the program .
20 traders were involved in the Sustainable Cities - North Sydney.
Trader Audit Report Presentation
To increase the level of understanding amongst the businesses in the program, 15 minute interviews were
held with each business to present the findings of their audit reports. The greatest areas of opportunity
were identified and methods of managing these areas were suggested. This session clearly identified the
costs and impact of their business in the targeted areas and helped focus their attention to improving their
overall business performance. At the conclusion of these interviews traders were inspired to introduce real
changes in their business, and had the tools to implement these changes. Each individual trader report
contains an action plan (Greenscale) for traders to address and determine their level of commitment to
sustainable business management in their organisation.
•T u rn lig h ts o ff w h e n you leave a room•R egu la rly c lea n w indow s
•C h eck to ensu re tha t doo rs a re fitted an d sea le d co rrec tly to p reven t d ra fts (espec ia lly ex te rio r d oo rs )
•Tu rn app liance s o ff w h en you a re no t u s ing th em•Tu rn ap p lia nces o ff w hen you lea ve a t n igh t (in s tead o f le av ing in s ta nd by m o de )
•P rov ide s ta ff tra in ing on en e rg y e ffic ien t p rac tices in re ga rds to ligh tin g •P rov ide w e a the r-s trips to in te rna l doo rs to u tility ro om s w h ich a re n o t he a ted
•Ins ta ll no tice s m oun ted annou nc ing ope ra to rs to shu t su ita b le doo rs •C rea te an inn ova tive s ta ff env ironm en ta l aw areness p ro g ram
•R ecyc le o r re fill you r tone r ca rtridges
•Ins ta ll ligh t fittings ind iv idu a lly sw itched fo r co n tro l o f spe cific ligh ting ta sks•Ins ta ll m o tio n senso rs to ope ra te ligh tin g espe c ia lly in a rea s of low use such a s
co rrido rs , lu nch roo m s, and ca r p a rks•Ins ta ll in te rna l b lind s on w ind ow s fo r flex ib ility o f lig h t/he a t en te rin g room s
•C o ns ide r a so la r ho t w a te r s ys tem fo r hea tin g w a te r on you r n ex t rep lace m en t •Ins ta ll A A A in fra red u rina l flu shes
V illage G reen S ca le•T u rn lig h ts o ff w h e n you leave a room
•R egu la rly c lea n w indow s•C h eck to ensu re tha t doo rs a re fitted an d sea le d co rrec tly to p reven t d ra fts (espec ia lly
ex te rio r d oo rs )•Tu rn app liance s o ff w h en you a re no t u s ing th em
•Tu rn ap p lia nces o ff w hen you lea ve a t n igh t (in s tead o f le av ing in s ta nd by m o de )
•P rov ide s ta ff tra in ing on en e rg y e ffic ien t p rac tices in re ga rds to ligh tin g •P rov ide w e a the r-s trips to in te rna l doo rs to u tility ro om s w h ich a re n o t he a ted
•Ins ta ll no tice s m oun ted annou nc ing ope ra to rs to shu t su ita b le doo rs •C rea te an inn ova tive s ta ff env ironm en ta l aw areness p ro g ram
•R ecyc le o r re fill you r tone r ca rtridges
•Ins ta ll ligh t fittings ind iv idu a lly sw itched fo r co n tro l o f spe cific ligh ting ta sks•Ins ta ll m o tio n senso rs to ope ra te ligh tin g espe c ia lly in a rea s of low use such a s
co rrido rs , lu nch roo m s, and ca r p a rks•Ins ta ll in te rna l b lind s on w ind ow s fo r flex ib ility o f lig h t/he a t en te rin g room s
•C o ns ide r a so la r ho t w a te r s ys tem fo r hea tin g w a te r on you r n ex t rep lace m en t •Ins ta ll A A A in fra red u rina l flu shes
V illage G reen S ca le
© Village Green Environmental Solutions Pty Ltd. 2006
Page 8 of 28
Printed on 10/11/2006 at 7:35:52PM
Village Green Managed Sustainable Services Group Report
Many large corporations are recognising the
benefits to be gained from becoming more
sustainable. Examples are the capacity to
meet legislat ive requirements, as wel l as
s h a r e h o l d e r a n d b r o a d e r c o m m u n i t y
e x p e c t a t i o n s . I m p o r t a n t l y , i m p r o v e d
reputat ion and i ts inf luence on consumer
behaviour and prof i ts have also been key
drivers. Similarly, small business is affected
by these very same issues, which may be
even more pro found due to the ‘hand to
m o u t h ’ e x i s t e n c e o f m a n y s m a l l
organisations.
S B M ™ i n v o l v e s a ' w h o l e o f p r o c e s s '
approach to ensuring the business’ impact
on the wider community and environment is
m i n i m i s e d . S u s t a i n a b l e b u s i n e s s
management a lso ensures the bus iness
positively contributes to the quality of life
of the management, staff , cl ientele and
wider community.
An SBM™ survey was therefore conducted with all of the 20 Sustainable Cities - North Sydney participants
excluding one business whose owner was not available for the survey. The questions examined the trader's
management approach with respect to the four pillars of sustainability. These questions are designed to
raise awareness around some of the holistic aims of SBM™ and to identify areas of opportunity for traders.
Aim
The purpose of the SBM™ audit was to raise awareness of business operations around planning, workplace
relations, training and management. Rather than offer concrete statistics on the performance of business',
the results can be used to identify areas of opportunity for overall business improvement. Each area is
deemed to have an effect on the businesses quadruple bottom line. The results are detailed below.
Sustainable Business Management™
Introduction
Sustainable Business Management™ (SBM™) is the overarching theory to support hol ist ic business
management. SBM™ requires an 'all encompassing' approach to managing a business' operation, including
internalising the businesses’ wider effect upon the environment and community.
The audits conducted through the program are designed to give an understanding of how any given
business is run and how it affects the Environmental, Social, Economic and Cultural bottom lines. This is
called the Quadruple Bottom Line (QBL). As such these audits can be understood as an effective and
powerful business management tool.
© Village Green Environmental Solutions Pty Ltd. 2006
Page 9 of 28
Printed on 10/11/2006 at 7:35:52PM
Village Green Managed Sustainable Services Group Report
Results
Business Culture
This section of the Sustainable Business Management™ audit focused on the activities undertaken in a
business to positively effect the business working environment. Village Green understand the concept
of business culture is used to refer to the 'environment' within the business. Business Culture is one of
the most important aspects of any business; i t encourages customers and staff to demonstrate
business loyalty and promotes an enjoyable working atmosphere. A positive business culture, assists
the organisation in staff retention, and improves productivity. The statistics below provide an overview
of business culture performance for the region.
An important part of business culture is communication from customer to business owner. This is
important because good communication like positive and negative feedback can help a trader refine
their marketing strategy.
It was therefore considered significant to know whether traders provided channels for their customer
feedback. Our results found that 89% of businesses did provide avenues for feedback, while 11% did
not. This result provides an important insight into the priorities and orientation of the traders audited.
T h e g r a p h t o t h e r i g h t l i s t s t h e m o s t
common ways t raders at tempted to gain
customer feedback. 5% of traders reported
that they used word of mouth as the most
c o m m o n a c t i o n u n d e r t a k e n t o g a i n
cus tomer feedback . In compar i son , 5 %
preferred email feedback forms to gather
in format ion. This compar ison shows the
significance of electronic forms of feedback
against traditional role of word of mouth in
small businesses operations.
0
2
4
6
8
10
4
13
9
1 1
Word of mouth N/AInformal conversationwith regular customers
In store feedback forms Email feedback forms Customer surveys
Nu
mb
er
of
Tra
de
rs
Fig 7: Gaining Customer Feedback
Business Management
Successful business management involves knowing the needs of both customers and staff. The survey
therefore questioned business owners around their understanding of their customers in terms of
business viability, and around their involvement with staff. Clearly understanding the overall economic
value of their customers will help the business to better manage the way it treats its customers. Many
businesses operate on the shorter term and only understand their customers in terms of their
immediate dollar value - what they spend on their current visit. A loyal customer who spends less
money more frequently over a longer period of time is of more value to a business than a customer who
comes in once and spends a lot once. Loyal staff members are also more willing to chip in when the
business may be going through tough times.
© Village Green Environmental Solutions Pty Ltd. 2006
Page 10 of 28
Printed on 10/11/2006 at 7:35:52PM
Village Green Managed Sustainable Services Group Report
Regular staff meetings help a business owner
understand the needs of their staff and the
bus iness as a who le , and con t r ibu te to a
successful internal environment. It was found
that 42% of businesses audi ted conducted
meetings on a weekly basis. Significantly, 5%
of traders never conducted staff meetings.
16%
21%
5%
16%
42%FortnightlyMonthlyNeverNo set timeWeekly
Fig 8: Staff Meetings
As a part of business management, traders were also asked whether they conducted regular staff
appraisals. This is another feedback function which enables managment to understand whether staff
are satisfied with their role and their own performance. Our results reveal that 37% of businesses
conducted no staff appraisals. However some traders ( 5% ), felt this issue was not relevant. This may
be because they are sole traders, for example.
0
2
4
6
8
10
12
14
16
4
15YesNo
Nu
mb
er
of
Tra
de
rs
E s t i m a t i n g t h e a n n u a l v a l u e o f e a c h
customer makes longer term planning more
achievable. Traders were therefore asked
whether they understood the annual value
of their customers in dollar terms. 79% of
t r a d e r s s a i d t h a t t h e y d i d h a v e a n
understanding of customer do l lar va lue,
while 21% said that they did not.
Fig 9: Understanding customer value
Business Planning
For a business to succeed it must know where it is, and where it is going. An essential element of the
Sustainable Business Management™ model is good business planning.
The breakdown on the right shows the responses
to the question of whether traders update their
b u s i n e s s p l a n s . 1 9 t r a d e r s a n s w e r e d t h i s
question, and of these, 14 traders responded :
"Yes".
The fact that 11% of respondents offered "Don't
have one" as their response is significant. This
reveals that there are opportunities for sustainble
business managment planning in the region.
11%
Don't have one
5%
Have aninformal one
11%
No
74%
Yes
Fig 10: Update business plan
© Village Green Environmental Solutions Pty Ltd. 2006
Page 11 of 28
Printed on 10/11/2006 at 7:35:52PM
Village Green Managed Sustainable Services Group Report
Where traders didn't have a business plan,
t h e y w e r e a s k e d a b o u t t h e f a c t o r s t h a t
prevented them f rom develop ing one. The
survey found that 0% of traders felt that they
did not have the skills or ability to write a plan.
In contrast, 40% of traders said that they did
not have a need for one. It is important to note
that many businesses without plans are not
sustainable and fail within the first year.
20%
40%
40%
Never considered itbefore
No need for one
Time
Fig 11: Barriers to business planning
Environmental
Sustainable Business Management™ requires that businesses actively seek to better manage their
performance as well as the impacts they have on the four pil lars of sustainabil i ty. Environmental
concerns form an integral pillar in the success of achieving great Quadruple Bottom Line (QBL) results .
This element of the business survey focused on the management processes that can be undertaken
within a business to minimise the environmental impact of business operations.
All traders in Sustainable Cities - North Sydney, were posed the question: "What is the greatest barrier
to dealing with environmental issues in your business?". This is a major issue for SBM™. The largest
response to this question was "I don't know what to do to improve my performance", while "I don't
have the right skills" received the lowest number of responses at 5%. The Barriers to Env. issues graph
below details the most prevelent responses.
0
1
2
3
4
5
6
7
8
4
1
8
6
Don't have enough time I don't have the right skills I don't know what to do toimprove my performance
It costs too much
Nu
mb
er
of
Tra
ders
Fig 12: Barriers to environmental issues
© Village Green Environmental Solutions Pty Ltd. 2006
Page 12 of 28
Printed on 10/11/2006 at 7:35:52PM
Village Green Managed Sustainable Services Group Report
0
2
4
6
8
10
12
24
12
1
6-10 kms20+ kms16-20 kms11-15 kms
Nu
mb
er
of
Tra
de
rs
SBM™, involves reducing both financial and
environmantal costs and r isks to traders .
This can be done by minimising reiliance on
long supply chains that involve higher dollar
c o s t s , w i t h u n s t a b l e p e t r o l p r i c e s f o r
e x a m p l e , a n d g r e a t e r e n v i r o n m e n t a l
impacts. The longer the supply chain, the
higher the cost and exposure to risk.
W e t h e r e f o r e a s k e d t r a d e r s a b o u t t h e
average distance of their top three suppliers
f rom the t rader . We found tha t 63% o f
traders of traders were exposed to higher
r isk, reporting that they sourced suppl ies
from greater than 20 km. In contrast, 0% of
traders reported that they sourced supplies
within their local region (1 to 5 km).
Fig 13: Average supplier distance
Another method of reducing business costs is to share deliveries with other local businesses. It is
significant that, while 42% of traders surveyed had established such a scheme of shared deliveries, 5 %
had not yet deliberately organised anything.
Financial
Financial performace is a key indicator for the sustainability of any business. The ideal scenario is for
business owners to have up to date information so that they can make strategic decisions about
product marketing and services.
Traders were therefore asked how often they
reviewed their business financial perfomance. 19
traders answered this question, and of these, 11
traders responded: "Weekly".
T h e f a c t t h a t 0 % o f r e s p o n d e n t s o f f e r e d
"Half-yearly" as their response is s igni f icant .
W i t h o n l y h a l f - y e a r l y r e v i e w s o f f i n a n c i a l
performance, traders may miss crucial t rends
that enable them to optimize expenditure, and
resource allocation.
42%
Monthly
58%
Weekly
Fig 14: Frequency of Financial Performance review
Marketing
Marketing a business is the proccess of communicating business products and services in an accurate
and concise manner to the customer. This is an essential aspect of business success.
© Village Green Environmental Solutions Pty Ltd. 2006
Page 13 of 28
Printed on 10/11/2006 at 7:35:52PM
Village Green Managed Sustainable Services Group Report
0
2
4
6
8
10
12
7
12YesNo
Nu
mb
er
of
Tra
de
rs
Technologies like the internet have opened
up opportunities for local traders to market
t h e i r p r o d u c t s a t a g l o b a l s c a l e . W e
t h e r e f o r e a s k e d w h e t h e r b u s i n e s s e s
marketed their business online. With 37% of
traders saying that they did not market their
business online, and 63% saying that they
did, we can see how much online marketing
is involved with local businesses operations
i n t he reg ion . Th i s i n t u r n m e a n s t h a t
t raders are ab le to rea l ise the potent ia l
opportunities that exist for their businessFig 15: Traders Marketing Online
Purchasing
Purchasing is an essential aspect of day to day business management. Purchasing choices can impact
on the retention or loss of community income streams. When businesses choose to purchase their
goods and services from regions outside of their own, they run the risk of escalating capital leakage
from their community. This risk can lead to a perception of community financial robustness, however
the resulting outcomes can be very different.
To ascertain their puchasing choices, traders
were asked whether they purchased Australian
owned and/or grown products in preference to
imported. 26% of t raders did not prefer to
p u r c h a s e A u s t r a l i a n o w n e d a n d g r o w n
products against imported products.
Significantly, 0% prefered to purchase mostly
A u s t r a l i a n o w n e d a n d g r o w n p r o d u c t s .
However it should be noted that some traders
may actual ly not be in a posi t ion to favour
Australian products because, some products
are only availble from international suppliers.
26%
21%
53%NoYes - All ProductsYes - Some Products
Fig 16: Local products
Social Impact
The social aspect of business is a new avenue that many large corporations are being forced to deal
with through market demand. Small business has a responsibility also, as do all sectors of society, to
positively influence social aspects of local communities. There are many ways individual businesses
and groups of small businesses can contribute to positive improvements in their local community. One
way is to understand the potential negative impact of their business’ products and services, and
implement a strategy to mitigate this.
'Social impact' is assessed in two ways: how much a business impacts on the local community, and the
impact of the community on the business. To evaluate the level that local community issues impacted
businesses, Village Green asked traders if there were any community issues that concerned them. Of
the traders surveyed, 68% reported that there were issues that concerned them and their business,
which means, of course, that 32% of traders said there were not any issues of concern.
© Village Green Environmental Solutions Pty Ltd. 2006
Page 14 of 28
Printed on 10/11/2006 at 7:35:52PM
Village Green Managed Sustainable Services Group Report
For those t raders that had concerns, Vi l lage
Green then attempted to find out whether there
were any barriers they felt prevented them from
ac t i ve l y dea l i ng w i t h commun i t y i s ses t ha t
impacted their business. 15 traders answered
this question, and of these, 7 traders responded :
"Don't have time".
The fact that 27% of respondents offered "Costs
t oo much" as the i r r esponse i s s i gn i f i can t .
Engagement with community issues can be both
cos t l y in money and t ime and perc ieved as
costly. The data collected from traders shows
how much of an issue this is in the area.
27%
Costs toomuch
47%
Don't have time
27%
Don't know whatto do about the
issues
Fig 17: Barriers to addressing social impacts
Training
An aim of the project has been to gather data on how behaviour change can reduce environmental and
social impact together with financial expenses. Of specific interest is the amount of natural and financial
savings achievable through industry recognised training.
Training is an essential element to any successful business. Furthermore, sustainable business
management requires that a holistic approach be taken. By providing a broad base of training options
and relating these to the success of the business, helps to create a more responsive and proactive staff
in regards to a whole of business approach to management. The SBM™ model requires sustained
effort into training in areas which are commonly ignored by the small business community.
0
2
4
6
8
10
10
2
5
2
Yes, verbal training
Yes, on the job
Yes, documented(formal)No, don't providetrainingN
um
be
r o
f T
rad
ers
Traders were therefore asked a number of
q u e s t i o n s a r o u n d f o r m a l a n d i n f o r m a l
training provisions. Village Green identified
three main target areas: energy efficiency,
water and waste. With respects to energy
efficiency, 53% of traders said that they did
not provide any training. This means that it
i s imposs ib l e t o asse s s t h e b e n e f i c i a l
ef fects of t ra in ing for these t raders in a
formal ised way. However 11% repor ted
that they provided documented, industry
recognised training. Therefore the benefits
o f t r a i n i n g c a n b e a s s e s s e d f o r t h e s e
traders in a formal way with opportunities for
benchmarking.
Fig 18: Energy efficiency training
© Village Green Environmental Solutions Pty Ltd. 2006
Page 15 of 28
Printed on 10/11/2006 at 7:35:52PM
Village Green Managed Sustainable Services Group Report
It is interesting to compare the training types
and levels for energy efficiency with those for
water use. In contrast with energy efficiency,
the Vil lage Green survey found that 11% of
traders had documented (formal) training for
min imizat ion o f water use, bu t 47% d idn ' t
prov ide any t ra in ing at a l l . Again in these
instances this means that we are unable to
assess the effectiveness of industry training
programs. However it does provide a general
ind ica to r o f po ten t ia ls fo r wate r sav ing i f
training is provided.
47%
11%
26%
16%
No, don't providetrainingYes, documented(formal)
Yes, on the job
Yes, verbal training
Fig 19: Training for reduced water usage
For waste, Village Green focused on recycling and appropriate disposal methods along with overall
reduction in waste production. Accross all traders, 53% replied that they provided on the job training,
while 16% did not provide any training. This means again that there are opportunities here for training
providers, and for the analysis of training effectiveness.
Training for staff is one important element of holistic business management. Another is training of
business owner. Village Green therefore asked traders if they thought they could benefit from training
in various areas. The results are reported below.
- Management Skills: 84% yes, 16% no.
- Financial planning and analysis: 68% yes, 32% no.
- Computer skills: 63% yes, 37% no.
- Market analysis: 74% yes, 26% no.
- Business planning: 74% yes, 26% no.
- Sales and marketing: 89% yes, 11% no.
Discussion
The results above indicate the need for additional support for the region from industry association, state and
local government and industry specific capacity building initiatives. These results also allow for interested
parties to develop targeted and practical training programmes which, when delivered will achieve higher
levels of SME involvement and improved business resilience.
© Village Green Environmental Solutions Pty Ltd. 2006
Page 16 of 28
Printed on 10/11/2006 at 7:35:52PM
Village Green Managed Sustainable Services Group Report
Results
The results reported in this document compare the business' and their industry type with those of other
business' involved in the Sustainable Cities - North Sydney program. The business' have been attached to
an industry type, as set out in Appendix 1. These results will help to identify areas of opportunity for the
trader group business' to grow, as well as identify areas in which savings can be made.
Energy
Energy was divided up into three main sections:
· Lighting,
· Appliances (Electric) and;
· Heating and Cooling.
Fast Fact
To offset the greenhouse gasses emitted by the 20 traders
in the Sustainable Cities - North Sydney program, the MCG
would need to be planted 1.95 times over with dense forest.
The businesses involved in the Sustainable Cities - North Sydney program collectively spend $205,174 per
annum on gas and electr ici ty. This is the equivalent of 1,363,106 kWh per annum and the relat ive
greenhouse gases (gHg) emitted annually is 1136613 kg or 1,137 tonnes p.a. To offset the impact of this
energy use on the environment, 4,241 bio-diverse trees would need to be planted requiring 9 acres of land.
Environmental audit
The way in which energy is used within business is best illustrated by the average energy intensity of the
industry sectors (Figure 20). The Hospitality - Mixed Use industry sector is, on average, the most energy
intense with businesses consuming 6588 kWh/m2/annum. The Electric Appliances within the "Hospitality -
Mixed Use" sector consumed the most amount of energy. This was the case for 7 of 20 businesses.
0
1000
2000
3000
4000
5000
6000
7000
Hea
lth W
ellbeing
and
Perso
nal
Service
s
Hos
pita
lity - M
ixed
Use O
ffice
Bas
ed
Ret
ail -
Lar
ge
Ret
ail -
Sm
all
Industry type
kW
hm
2
Average energy intensity (kWh/m2/annum)
Fig 20: Average energy intensity by industry type.
© Village Green Environmental Solutions Pty Ltd. 2006
Page 17 of 28
Printed on 10/11/2006 at 7:35:52PM
Village Green Managed Sustainable Services Group Report
The nature of a business obviously determines the way in which natural resources are used. This can be
seen in the percentage of gHg emitted by the Sustainable Cities - North Sydney industry sectors. The most
intensive industry sector is Hospitality - Mixed Use. Within that sector Electric Appliances, represents the
majority of the ghg 59%.(Figure 21).
0K
100K
200K
300K
400K
500K
Hea
lth W
ellbeing
and
Perso
nal S
ervice
s
Hos
pita
lity - M
ixed
Use O
ffice
Bas
ed
Ret
ail -
Lar
ge
Ret
ail -
Sm
all
Gas ApplianceLightingHeating and CoolingElectric Appliance
gHg emissions by energy use and industry type
The category Electric Appliance accounts for 64% (730 tonnes) of the total gHg with Lighting consuming the
second largest amount at 27% (310 tonnes) (Figure 22).
64%8%
27%
Electric ApplianceGas ApplianceLighting
Greenhouse gas emissions by use(kg)
From the results the greatest area of opportunity exists in creating savings from the use of Electr ic
Appliance and Lighting devices.
Fig 21: Greenhouse gas emissions by industry type. (Stacked by use)
Fig 22: Greenhouse gas emissions by use.
© Village Green Environmental Solutions Pty Ltd. 2006
Page 18 of 28
Printed on 10/11/2006 at 7:35:52PM
Village Green Managed Sustainable Services Group Report
Water
Water is the essence of all life. Similarly, water contributes at
some level to the running of all businesses. The way in which
water is used in today’s society assumes that it is an abundant
resource.
Australia has one of the highest quality water supplies in the
world, and we are also one of the highest consumers of water
per capita, in the world.
Fast Fact
The Sustainable Cities - North Sydney
businesses consume enough water annually
for one person to have 75,020 baths or
spend 128 years having these one after
another.
From the audits it was identified that 15,004 kL of water per annum is consumed by these businesses; this is
roughly 15.0 Olympic sized swimming pools in volume. Of these, 13.5 Olympic sized swimming pools are
disposed of to the sewer annually. That is, roughly 1.5 Olympic sized swimming pools are being used
primarily for revenue gaining activities.
Figure 23 shows that the industry group Hospitality - Mixed Use consumes the greatest amount of water,
with 12,352 kL used annually. This represents about 82% of the total volume of water consumed in the
community. On average the least amount of water is consumed by the "Health Wellbeing and Personal
Services" sector (78kL).
Health Wellbeing and Personal Services 1%Hospitality - Mixed Use 82%Office Based 9%Retail - Large 2%Retail - Small 6%
Total: 100%
Total volume of water kL p.a
Given this, and the increasing demand on water in this country, the price of water (along with all other
resources) is following an upward trend. With increased prices comes a greater imperative to control these
costs. The benefit of doing so also reduces our impact on the environment.
The greatest area of opportunity for water savings exists within the "Hospitality - Mixed Use" sector .
Fig 23: Water wolume by industry. Total volume = 15,004.06 kL
© Village Green Environmental Solutions Pty Ltd. 2006
Page 19 of 28
Printed on 10/11/2006 at 7:35:52PM
Village Green Managed Sustainable Services Group Report
Waste
Each input into a business, that is not used to generate a benefit to the business, is a waste. If you consider
business as a closed entity, then all the inputs into a business need to be processed, either into products or
services to market or into waste. If the input is not used in the revenue gaining activity for the company,
then precious resources (time and money) are being spent on processing “waste” therefore reducing the
efficiency of each business. Up to 24% of Australia’s waste is attributable to the small business sector.
The waste audit involved recording the volume and type of waste generated by
the businesses at North Sydney.
From the audit there is 356 tonnes of waste generated per annum. Of this
waste:
· 26% is organic waste
· 46% is landfill
· 18% is Paper and Cardboard
· 10% is Glass and Metals (Fig. 24).
0
50000
100000
150000
200000
250000
300000
350000
Health Wellbeingand Personal
Services
Hospitality - MixedUse
Office Based Retail - Large Retail - Small
Internal Volume PaperAnd Cardboard ToOutside
Internal VolumeOrganics To Outside
Internal Volume LandfillTo Outside
Internal Volume GlassAnd Metal To Outside
Industry
Vo
lum
e (
L)
Average volume of waste by industry type
Fast Fact
The volume of waste
generated by the
Sustainable Cities -
North Sydney
businesses annually is
enough to fill 3.42
average Australian
houses, floor to ceiling
Due to the number of businesses in the Hospitality - Mixed Use industry type, this sector produces the
greatest amount of waste (223 tonnes p.a). However, on average the smallest contributors to the total
waste stream is Health Wellbeing and Personal Services sector and the largest is the Retail - Large sector .
Fig 24: Industry Average waste volumes. (Stacked by waste type.)
© Village Green Environmental Solutions Pty Ltd. 2006
Page 20 of 28
Printed on 10/11/2006 at 7:35:52PM
Village Green Managed Sustainable Services Group Report
At the group level it was identif ied that the greatest area of opportunity is the recycling of Organics .
Currently there are around 93.76 tonnes per annum of Organics waste that could be recycled(Fig. 25).
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Health Wellbeing andPersonal Services
Hospitality - Mixed Use Office Based Retail - Large Retail - Small
7%13% 13% 8%
0%
20%
49%
23% 30%55%0%
29%
1%
24%
25%73%
10%
63%
38%
20%
Internal Volume PaperAnd Cardboard ToOutside
Internal VolumeOrganics To Outside
Internal Volume LandfillTo Outside
Internal Volume GlassAnd Metal ToOutside
Type of waste stream by industry type
Transport
To reduce the reliance on fossil fuel based transport in the workplace it is essential to first identify the
existing mode of transport. The transport audit only focused on certain elements of the business, these
areas included:
· The personal transport of the business owner or manager (to and from work each day), and;
· Other trips made during the normal business week for business purposes using the owner’s vehicles.
This section did not ask for other business-related transport such as, the delivery of products to the
premises, and transport behaviours of staff.
The audited transport costs for the group are estimated to be $117,499 per annum. Based on the audit, the
average number of kilometres travelled on any given week is 4,041km. On average, 91% of these weekly
kilometres are travelled by Car. Associated with this travel is the emission of 53 tonnes of greenhouse
gasses annually, requiring a total of 197 trees to be planted to offset these emissions. Various factors affect
transport in relation to business operations. Issues of staff safety due to late closing times, as well as
distance travelled to place of work will impact on the cost of transport.
The Retail - Small industry type (8 businesses) accounts for the majority (54%) of the 29 tonnes of annual
greenhouse gas emissions in transport.
Fig 25: Type of waste by industry.
© Village Green Environmental Solutions Pty Ltd. 2006
Page 21 of 28
Printed on 10/11/2006 at 7:35:52PM
Village Green Managed Sustainable Services Group Report
Overall business performance
When discussing these results with business', the most important figure is the overall business cost. From the collected
data we can see that a total of around $359,744 is spent per annum on business operations (excluding labour, stock
and waste costs).
The Hospitality - Mixed Use sector spends the greatest amount on business operational costs; (Fig. 26). On average the
business' with the largest costs are the Hospitality - Mixed Use businesses.
However, the above data only considers the amount of resources consumed, not the way in which resources
are managed. To understand the performance of a business in relation to resource use and associated
costs it is best to understand the efficiency of the business.
0
20000
40000
60000
80000
100000
120000
140000
160000
Health Wellbeing andPersonal Services
Hospitality - Mixed Use Office Based Retail - Large Retail - Small
Industry Type
$
Overall business spend
The average operating cost per square metre per hour ($/m2/hr) best represents the operating efficiency in
which resources are managed in the business. At the group level the average efficiency rate is cents per
hour per square metre.
When the efficiency rate is examined the Office Based industry sector is the most efficient per square metre
(0.0043486 cents per square metre per hour), see Figure 27. These businesses consume the largest
amount of resources but are the most efficient at doing so due to their size. On average the business' with
the largest costs are the Hospitality - Mixed Use business'.
Fig 26: Overall business spend by industry.
© Village Green Environmental Solutions Pty Ltd. 2006
Page 22 of 28
Printed on 10/11/2006 at 7:35:52PM
Village Green Managed Sustainable Services Group Report
Another important aspect to understand is the
e f fec t o f cos t compared to env i ronmen ta l
impact. An example can be communicated
through the comparison of gHg emissions and
relative costs.
The audited Transport use accounts for 33% of
the total costs in a business and the Electric
Appliance use is 22% (Fig. 28). $0.00
$0.01
$0.01
$0.01
$0.02
$0.03
$0.03
$0.04
Health Wellbeingand Personal
Services
Hospitality - MixedUse
Office Based Retail - Large Retail - Small
$/h
r/m
2
Average operating efficiency ($/hr/m2)
22%
17%
8%9%
33%
10%
Electric ApplianceGas AppliancesHeating and CoolingLightingTransportWater
Costs by use
Yet when looking at the overall greenhouse
impact, the Electric Appliances within all 20
businesses accounts for the greatest volume
o f g r e e n h o u s e g a s s e s w i t h 6 1 % ( 7 3 0
tonnes) of the total of 1,189 tonnes. This
compar ison shows that the greatest cost
audited in the businesses has a much more
significant environmental impact (Fig. 29).
61%
ElectricAppliances
8%
GasAppliances
26%
Lighting 4%
Transport
Breakdown of greenhouse gas emissions
Fig 27: Average operating efficiency.
Fig 28: Breakdown of costs by usage.
Fig 29: Breakdown of greenhouse gas emmisions.
In terms of energy usage and consequent gHg emission the industry type,Hospi ta l i ty - Mixed Use,
consumed the most energy, while Office Based exhibited the lowest energy usage. To offset the groups
level of gHg emissions would require that 4,241.09 bio-diverse trees be planted on 8.73 acres of land.
© Village Green Environmental Solutions Pty Ltd. 2006
Page 23 of 28
Printed on 10/11/2006 at 7:35:52PM
Village Green Managed Sustainable Services Group Report
Discussions and Conclusion.
The results of the audits indicate the environmental impact of the
traders. The combined energy use associated with transport and
the businesses energy consumption of the Sustainable Cities -
North Sydney traders requires 4,241 bio-diverse t rees to be
planted to offset the associated greenhouse gas emissions. In
total, this requires over 9 acres of land to be planted or nearly 2
times the playing surface of the MCG.
In addit ion to this, the volume of water consumed by traders
(15ML) is equal to over 15 Olympic sized swimming pools or the
equivalent of one pool 625 metres long! Of this less than 1.50
pools are actually consumed on site, the remainder enters the
sewer and is wasted. This volume of water is directly related to
the income st ream of the bus iness ' . The vo lume o f waste
gene ra ted by t he aud i t ed b u s i n e s s ' i n t h e N o r t h S y d n e y
community is equivalent to filling over 3.42 standard 18m 2 houses
with this waste per annum.
The single greatest cost to a business (excluding water for the purposes of this audit) is the Transport and
Electric Appliance usage associated with the businesses. Therefore, the opportunity present for business is
to try and minimise this cost for increased profitabil i ty. The greatest environmental cost ( in terms of
greenhouse gas emissions) is the Electric Appliances use within the audited businesses.
It is important to discuss the impact of these businesses in ecological terms and recognise that the actions
undertaken by the surveyed business' are not representative of the majority of the SME sector. What is
different about the business' participating in the Sustainable Cities - North Sydney program is that they are
part of the few, genuinely committing themselves to the ideals of SBM™. These business' should be
congratulated on participating in such a program and be rewarded for their efforts.
The wider effects of this program are not recorded through the auditing process, however through our
contact with these business' during this period the anecdotal evidence is that the sustainable practices learnt
through the program are also being applied in the homes of those involved (customers and staff). This
‘butterfly effect’ supports the theory that small business is a powerful vehicle to increase the sustainability
and viability of our community as a whole.
Owing to the high demands placed upon small business, relative to the resources available, it is a common
trend throughout Australia that a distinct lack of time is the largest barrier to dealing with all sustainability
issues within business.
100% of business' that do not have a documented business plan miss opportunities for efficiency. The
creation of planning documentation, while requiring greater effort up front, allows for continual reference to a
stated plan and gives clear direction to business policies and procedures. This process also frees up
managerial time to deal with day to day operations. The clear opportunity for small business is to develop
these plans. Further, the opportunity exists to include sustainability objectives into the process. The next
stage of the project (training) will give business' clear pathways to achieving this as well as outlining easy
and practical actions that can be immediately implemented within their business.
© Village Green Environmental Solutions Pty Ltd. 2006
Page 24 of 28
Printed on 10/11/2006 at 7:35:52PM
Village Green Managed Sustainable Services Group Report
An important observation to make here, constantly re-inforced to the trader group through the workshops
and one-on-one contact , is that the aforement ioned savings are a powerful market ing tool to help
differentiate individual business' within the North Sydney community. By communicating the environmental
performance of a business and the actions they are undertaking to improve their performance makes
business more transparent and connected with the needs of the wider global community. On a bell curve of
behavioural change these business' are now classed as the early adopters of change, they are progressive
and forward looking. Customers value these attributes in modern business, both large and small.
Much of the data revealed in this document identifies areas of opportunity for the North Sydney traders to
develop both individually and as a group, some have been discussed here. The data reveals the difficulties
that business' face in tackling the many issues surrounding small business. The Sustainable Cities - North
Sydney program aims to turn these diff icult ies into opportunities that groups of traders and individual
business' can manage sustainably.
By being a participant in the Sustainable Cities - North Sydney program, these business' are the leaders of
this exciting and progressive new movement. Congratulations are extended to all traders involved for
embarking on the journey towards a sustainable business and community; this report is the first step.
© Village Green Environmental Solutions Pty Ltd. 2006
Page 25 of 28
Printed on 10/11/2006 at 7:35:52PM
Village Green Managed Sustainable Services Group Report
Appendix 1.
Accommodation: A hotel is an establishment that provides lodging, usually on a short-term basis. Hotels
often provide a number of additional guest services such as restaurants, swimming pools or child care
faci l i t ies. Some hotels also have conference rooms and encourage groups to hold convent ions and
meetings onsite.
Health Wellbeing and Personal Services: Services offered to clients in the areas of medical treatment,
including veterinarians, personal wellbeing, health, beauty.
Hospitality - Mixed Use : These businesses deliver any of the following services - bar, gaming, dining,
bistro, light meals, coffee, and club facilities. A further division of this is the Hospitality - Pub sector which is
limited to pub venues. Pubs will often offer a smaller range of the above services.
Kitchen : Fewer than 10 seats within the auditable f loor space of the premises. Premises have food
preparation areas and the ability to store - fresh, dry and frozen foods. Premises must have a food cooking
ability within the auditable floor space.
Kitchen - Dining In: Over 10 seats within the auditable floor space of the premises. Premises have food
preparation areas and the ability to store - fresh, dry and frozen foods. Premises must have a food cooking
ability within the auditable floor space.
Office Based: Consultancy based businesses: Experts, task management, paid service, giving advice.
Retail - Large : Bulk purchasing and sold onto consumers in small quantit ies (includes wholesale and
individual retailers), total floor space over 300 m 2 , includes all covered areas, the primary task of the
business is retailing products.
Retail - Small : Bulk purchasing and sold onto consumers in small quantit ies (includes wholesale and
individual retailers), total floor space is under 300 m 2, includes all covered areas, the primary task of the
business is retailing products.
Abbreviations
ATO - Australian Tax office
AGO - Australian Greenhouse office
CBD - Central Business District
CO2 - Carbon Dioxide
BTCE - Bureau of Transport and Communications Economics
EMS - Environmental Management System
GHG - Greenhouse Gas Emissions
kWh - Kilowatt-hour
QBL - Quadruple Bottom Line
SBM - Sustainable Business Management
MWh - Megawatt-hour
MJ - Megajoule
© Village Green Environmental Solutions Pty Ltd. 2006
Page 26 of 28
Printed on 10/11/2006 at 7:35:52PM
Village Green Managed Sustainable Services Group Report
Notes
________________________________________________________________________________________________
________________________________________________________________________________________________
________________________________________________________________________________________________
________________________________________________________________________________________________
________________________________________________________________________________________________
________________________________________________________________________________________________
________________________________________________________________________________________________
________________________________________________________________________________________________
________________________________________________________________________________________________
________________________________________________________________________________________________
________________________________________________________________________________________________
________________________________________________________________________________________________
________________________________________________________________________________________________
________________________________________________________________________________________________
________________________________________________________________________________________________
________________________________________________________________________________________________
________________________________________________________________________________________________
________________________________________________________________________________________________
________________________________________________________________________________________________
________________________________________________________________________________________________
________________________________________________________________________________________________
________________________________________________________________________________________________
________________________________________________________________________________________________
© Village Green Environmental Solutions Pty Ltd. 2006
Page 27 of 28
Printed on 10/11/2006 at 7:35:52PM
Village Green Managed Sustainable Services Group Report
Sustainable Cities - North Sydney Class of 2006
Dress'U 50-54, Shop 5 Burns Bay Rd Lane Cove
Giving & Living 146 Longueville Rd Lane Cove
Glintz Hair Spa 120 Longueville Rd Lane Cove
Lane Cove Club 1 Birdwood Ave Lane Cove
Lane Cove Delicatessen & Organics 22 Lane Cove Plaza Lane Cove
Lane Cove Fish Supply 27 Burns Bay Rd Lane Cove
Lane Cove Toy Library 57a Tambourine Bay Rd Lane Cove
Lane Cove Village Pharmacy 3/50-54 Burns Bay Rd Lane Cove
Lovely Photo Centre 143 Longueville Rd Lane Cove
MBE Lane Cove 91, Shop 2 Longueville Rd Lane Cove
Photo Centric 20 The Plaza Burns Bay Rd Lane Cove
Renegade Cycles P/L 43-45 Burns Bay Rd Lane Cove
Sloans Lane Cove 119 Longueville Rd Lane Cove
Starr's Pharmacist Advice 36 Burns Bay Rd Lane Cove
Zest Café Shop 1, 2, 115 Longueville Rd Lane Cove
Lane Cove Aquatic Centre 2 Little St Lane Cove
Argy's Eatery Shop 1, 77 Willoughby Rd Crows Nest
Bean Drinking Shop 1 Ernest Place Crows Nest
Borge's Imaging 4/136 Willoughby Rd Crows Nest
Crows Nest Adult Book Exchange 91a Willoughby Rd Crows Nest
Crows Nest Community centre 2 Ernest Place Crows Nest
Flower Works of Sydney 118 Willoughby Rd Crows Nest
Garfish Restaurant 6/ 29 Holtermann St Crows Nest
Heller's Healthfoods 132 Willoughby Rd Crows Nest
Indian Home Diner 57 Willoughby Rd Crows Nest
Juvenile Diabetes Lvl 4/ 80-84 Chandos St St Leonards
Macro Wholefoods 13- 19 Willoughby Rd Crows Nest
Map World 136 Willoughby Rd Crows Nest
New Orleans Café 6 Willoughby Rd Crows Nest
Peter Pan Takeaway Restaurant 67 Willoughby Rd Crows Nest
Pixels Plus 45 Willoughby Rd Crows Nest
Restore Natural Therapies 98a Willoughby Rd Crows Nest
Salinger & Co 104/20 Clarke St Crows Nest
Terry White Chemists Crows Nest 108 Willoughby Rd Crows Nest
© Village Green Environmental Solutions Pty Ltd. 2006
Page 28 of 28
Printed on 10/11/2006 at 7:35:52PM